本論文旨在探討以產品資料標準格式及資訊技術與工具，發展資訊整合模式，其目標是連結電腦輔助設計與電腦輔助製造功能，並結合產品資料管理共用資料庫及型態管理作業，達到同步管理，以實現同步工程作業。資訊整合使自研發、設計、製程規劃、及製造之電腦輔助作業的資料得以連結及共用，形成共通性資訊作業環境，有效提昇產品開發與製造之同步流程管理。為達此一目的，必須以符合國際產品資料表示與交換標準定義整合運作系統所使用的產品共通性資料，以利在電子化環境下，企業體內之上下游廠商可透過此標準定義配合網際網路技術，分享彼此產品資料管理系統中的產品資料，降低資料交換的誤差，並加速產品資料交換的速度。本研究以探討XML及STEP為基礎，首先分析產品生命週期管理之資訊需求，就設計、製程規劃、及製造管理之不同系統，釐清資料管理之資料表達規範，其次以IDEF方法進行產品資料管理之流程分析，並以Zachman資訊系統基礎架構框架各觀點進行資訊需求及架構分析，最後以國防工業體系之中心工廠為例，進行個案實証研究探討資料整合模式與流程分析之可行方法。 研究結果發現，提出三點建議供企業實行資訊整合之參考： 一、 企業流程再造BPR是工作流程、組織結構、資訊技術及工作內容等之合理化與重新設計，使績效大幅改善。 二、 雖有大量投資，但整合後系統的顧客價值不一定增加，例如：業務模式無法吸引更多的客戶時，系統整合後的價值也不一定增加。電腦系統整合的困難度應有企業內充分且全面性溝通的時間。 三、 將所有的資訊應用建置於同一超級資訊平台上作業，很難做到。分散式應用程式讓企業在建置資訊系統時不論在採購上或建置上都更為彈性，企業可依需要不斷的擴充系統，而不需在初期即一次購足。資訊服務網（Web Services）的發展促使企業應用整合EAI技術能滿足此一需求。 本研究係以應用於國防工業體系之中心工廠整合性製造管理資訊系統發展模式為例，國防工業是軍公民營企業合作發展模式，其具有穩定、不易外移、及能帶動相關產業發展之特性，相關產業的資訊整合均面對類似的問題。期能藉由本研究之結果，提供企業進行資訊整合時之參考，使其產品資料能於電子化環境中即時而正確地共用與分享。 / In today’s economy, product lifecycle has been significantly shortened. All manufactures are faced with the challenge of making high quality products within a short product introduction time while reducing costs as low as possible. Product lifecycle management （PLM）is an emerging solution and information integration is a core to address this challenge. Without an efficient methodology to integrate data and processes, PLM would be impossible. This research explores thus the methodology and IT requirement for the integrated product manufacturing information management system, with the following research goals: 1. To investigate the methodology needed by manufacturing companies to implement the integrated product manufacturing information management system to achieve PLM. 2. To investigate the information integration framework for the integrated product manufacturing information management system. Based on analytic method originated from Zachman Framework, this research conducted a case study on a defense industry. The core of this case study is to identify the Framework provides a means for organizing the models of Enterprise Applications Integration (EAI) into useful categories. Model is composed of multiple modeling methods integrated in a way that is sufficient to describe the system. The main models are： (1). Information models for the representation of product data are being developed as an international standard (ISO 10303) informally called STEP. STEP (STandard for the Exchange of Product model data) is designed to enable the exchange of product data between heterogeneous computer systems used throughout the product life cycle. (2). A neutral model of engineering and management data, developed based on the eXtensible Markup Language (XML), can be a standard interchangeable information representation for manufacturing information integration in PLM, and is developed in this research. (3). During several of the BPR steps, the critical process pieces are identified and designed together using IDEF Models. A last, with respect to enterprise information technology integration, this research comes to the conclusions as follows: 1. The primary goal of a BPR effort is to document the current and future business process and to ensure stakeholder buy-in and support. 2. Enterprise information integration is still relatively new, and its best practices are not fully disseminated, which helps to explain why Zachman Framework and analysis tools are important. 3. Since the structure of the data changes too rapidly, integration at the physical source level does not work. Web Services provide a distributed computing technology for revealing the business services of applications on the Internet or intranet using standard XML protocols and formats. It enables EAI to be an ongoing process of creating a flexible, standardized enterprise infrastructure that allows new IT-based applications and business processes to be easily and efficiently deployed.

由於數位時代來臨，網路科技興盛，人類生活中許多事物漸漸被數位化、電子化的產品所包圍或取代，資訊和服務更透過網路的便利性快速傳達。而圖書館館藏類型也隨著這股潮流與需求的影響產生了相當大的轉變。其中大量的電子資訊資源進入圖書館，不但改變了館藏的類型、服務的形式、館員專業技能的培訓、圖書館軟硬體設備等，也改變了圖書館在採購經費上的分配。網路行銷是目前國內外電子商務大量應用的新行銷模式，而圖書館也逐漸注意應用網路進行館藏資訊與服務的行銷。 本研究主要目的在探討國內網路行銷在大學圖書館電子資訊服務之應用，瞭解大學圖書館應用網路進行圖書館電子資訊服務的行銷現況，以及從研究結果中擬定出適用於圖書館電子資訊服務網路行銷之模式。 本研究採用文獻分析法與深度訪談法，參考蒐集之國內外文獻，進行圖書館與網路行銷理論的歸納整理，撰寫出圖書館網路行銷理論，並以此一理論架構作為設計訪談問題綱要之基礎。 本研究發現，大學圖書館電子資訊資源與電子資訊服務的類型豐富且多元。目前圖書館應用了許多網路行銷之工具進行電子資訊服務的行銷推廣，例如：網站、e-mail、BBS、電子報、線上學習等，但多未實際進行圖書館網路行銷規劃，也未針對館員進行網路行銷與相關技能的培訓或與校內系所進行合作計畫。 根據研究結果，歸納出圖書館網路行銷規劃架構應包含六項步驟：(1)情境分析；(2)數位任務與目標；(3)網路行銷組合；(4)行銷預算；(5)執行與評估；(6)顧客關係管理。其中網路行銷組合採用Eileen Elliott de Saez所提之5ePs做探討，分別是電子化產品、電子化通路、電子化推廣、電子化價格、以及電子化的公共關係。 最後本研究提出六項建議：(1)圖書館應積極從事網路行銷；(2)圖書館應對不同電子資訊服務進行網路行銷的區分；(3)圖書館網路行銷應區分社群並多加經營；(4)加強館員網路行銷教育與訓練；(5)應積極建立電子資訊資源使用量統計標準；(6)應進行圖書館網路行銷使用者研究評估。

「雲端運算」這幾年來成為全世界熱門議題，受到各個先進國家政府的高度重視，相繼積極投入龐大經費與資源來建立雲端運算的基礎建設與協助產業發展，更為產業界帶來了龐大商機，業者無不搭上這股時代潮流，期盼能找到創新營運模式，來提昇公司的核心競爭力。 　　台灣信用合作社受到現行金融法規的規定，限制其經營業務種類、營業區域及交易對象，造成信用合作社的營運範疇、可用的資源、事業網絡、營業額、客戶數及市佔率等等面向都無法與一般商業銀行比較。此先天的限制，也讓信用合作社在資訊設備的投資，資訊人員的配置上，與銀行相比也相對少很多，造成在競爭力上處於不平等的窘境。 　　本研究挑選金融資訊服務產業個案公司和其客戶區隔（信用合作社）做為個案研究對象。試著透過商業模式的理論觀點，探討雲端運算提供的服務模式，分析個案公司ASP營運模式是否能成功轉型成雲端運算SaaS模式，並發展出一套適合台灣信用合作社的雲端服務電子銀行解決方案。本研究結果除了可以提供給台灣信用合作社建置電子銀行系統參考外，亦可以對台灣金融資訊服務業因應雲端運算趨勢，帶來新的商業契機。 / "Cloud computing" has become the world's most popular topics in the past few years. Each advanced countries governments have attached great importance to cloud computing, and have been actively involved in the huge funding and resources to build a cloud computing infrastructure to assist industrial development, but also for the industry to create huge business opportunities. The enterprises have to catch up with this trend, and look forward to find innovative business model to enhance the company's core competitiveness. 　　Taiwan's credit cooperatives types of business, the business region, and trading customers are subject to the limitations of the financial laws and regulations. Result its business region, available resources, business networks, business income, the number of customers and market share, etc., cannot compare with the banks. This inherent limitation caused Taiwan's credit cooperatives invest in IT equipment and IT personnel are much less than the banks, resulting in unfair competition. 　　In this study, we select the financial information services industry, the case company and its customer segmentation (Taiwan's credit cooperatives) as a case study. This study tries to explore the cloud computing service model through the business model of theoretical perspectives to analyze the case of the company's ASP business model is able to successfully transform into cloud computing SaaS model, and tries to develop a set of cloud services for Taiwan's credit cooperatives in e-banking solutions. The results of this study can provide Taiwan's credit cooperatives to build the reference of the electronic banking system, also of Taiwan's financial information services in response to the trend of cloud computing bring new business opportunities.

台灣資訊服務業的興起，係源自於企業需要資訊服務以解決重複性作業及複雜的管理面問題，以及過去外商進入台灣市場促成產業的競爭發展。台灣資訊服務業者普遍存在有營運資本小、資源有限、產業鏈分工界線不明確的先天體質問題，又同時面臨內需市場小、進入障礙低、競爭者眾之環境面挑戰，在對外開拓國際市場時，又得面對瞬息萬變的環境競爭因素。 資通訊科技服務係為國家基礎建設，資通訊服務是伴隨著商業應用需求而來。繼電子、資訊及通訊產品發展成為占有台灣高達3成外銷比重之後，政府已將資訊服務業列入重點推動產業，期許能在既有的硬體產業優勢下，結合資訊服務業者於軟體質量的提升，打造台灣核心競爭優勢。尤其是資訊服務產業中占比重最高之系統整合業者，應如何建立核心競爭優勢，推出具競爭力的產品服務，建立與產業客戶的長期合作關係，並確保在利基市場上的交易競爭優勢，以求獲利與永續經營發展，是值得關切的議題。 本論文分析架構係以交易成本理論和策略行銷4C理論為基礎，以A公司個案分析為主軸。透過探討A公司發展歷程中如何建立4C行銷策略優勢，包括如何降低客戶之C1：外顯單位效益成本、C2：資訊搜尋成本、C3：道德危機成本，以及運用C4：專屬陷入成本等，以建立市場行銷優勢，並運用4C優勢，建立良性之4C循環，以求長期經營發展。A公司之行銷策略將可提供類似規模與背景的資訊服務業者參考之用。 研究分析A公司個案後，發現其4C循環策略為，建立C1優勢加強競爭力，藉由與C3優勢強者合作拓展通路以降低C2，在客戶端建立有利的C3和C4，並為符合客戶之C1需求，再強化C1之產品效用，建立更強的C3和C4；但其中最為注重C1，因為C1是競爭力的來源，是構成其他3個C的支撐點。 朝聚焦策略發展，並做好基礎技術研發和國際品質認證等基本功；對產品有明確之STP（Segmentation, Target, Positioning），並掌握市場動向之洞察力（street-smart insight），以對的產品切入對的市場（do it right），形成有利的4C循環，才能夠維持優於同業之表現。並在穩健創新經營原則下，掌握利基市場，因時因地制宜的運用4C行銷策略，才能確保4C競爭優勢。 / The advancement of Taiwan IT services is derived from the business needs for information service to solve duplicate activities and complicate management problems, and also contributed by the industrial competitions from foreign IT service companies’ entering Taiwan market. In Taiwan IT service industry there widely exist endowment problems like small operation capital, limited resources, vague supply chains, etc., and environmental challenges, such as the small domestic market, low industrial barrier, furious competitions, etc., and furthermore, there are changeable competition factors in exploring international markets. ICT services are the fundamental national infrastructure, and are accompanied by business application needs. As we know, electronic, information and communication products account for more than 30% of Taiwan exports. After this, with the expectation to create the core competitive strength for Taiwan, IT service industry is one of the key promotion targets chosen by the government, to combine the current hardware industrial strength with the upgrade of software quality and volume. Especially for system integration services, the majority type of IT service industry, it is always worthy to study how to build up its core competence, launch competitive product services, and establish long-term relationship with customers to ensure transaction strength in the niche market, gain profits and sustain for long. The research is based on the analysis framework of transaction cost theory, and strategic marketing 4C theory. The case study：Company A is the axis. By researching the development of Company A, to find how it can accumulate 4C strength, including how to lower customers’ external cost on utility, cost of information searches, cost of moral hazards, and better use cost of assets specificity to enter positive 4C cycles in the long run. Its marketing strategy can be used as a reference for the similar IT service companies. The finding of Company A’s 4C cycles is that, build up C1 power to strengthen its competitiveness, by alliance with C3 power enabled partners to lower C2, and establish customers positive C3 and C4. In the meantime, in accordance with the customer’s C1 needs to enforce the utility of C1, there is C3 and C4 competitiveness strengthened furthermore. Above all, it is suggested to focus on C1, and be aware that C1 is the source of competitiveness, and the leverage of other 3Cs. Deploy focus strategy, and elaborate the basic techniques of fundamental technology research and international quality assurance, with specific product STP（Segmentation, Target, Positioning）, street-smart insight and do-it-right, will form positive 4C cycles, which can result in better performance in the industry. Under the stable, innovative operation principles, catch niche markets and use strategic marketing 4C deliberately to ensure 4C competitive strength.